KRISPY KREME MATRICES/REPORTS

Current Strategies and Objectives

Per pages 26 and 27 of its Form 10-K (annual report) filed April 17, 2009, Krispy Kreme Donuts has
listed the following as its current objectives:
1. Reduce the investment required to produce a given level of sales and reduce operating costs by
operating smaller satellite stores instead of larger, more expensive factory stores .
2. Achieve greater production efficiencies by centralizing doughnut production to minimize the burden of
fixed costs.
3. Achieve greater consistency of product quality through a reduction in the number of doughnut-making
locations.
4. Enable store employees to focus on achieving excellence in customer satisfaction and in-shop
consumer experience.
5. Stimulate an increase in on-premises sales of doughnuts and complementary products by increasing
the number of retail distribution points to provide customers more convenient access to the company’s
products.

Regarding strategies, the Form 10-K filed April 17, 2009 notes a few:

1. Open up new (or convert traditional factory stores to) "hot shops" that provide a hot doughnut
experience for customers throughout the day, instead of the traditional experience of having the hottest,
freshest doughnuts available only at certain times of the day---these "hot shops" would be added to
the traditional fresh shops and kiosks as the primary methods for market penetration while reducing
operating costs.
2. Open up new company-owned satellite stores for additional market penetration.
3. The company also plans to extend its testing of soft serve dairy products into additional
locations in fiscal 2010 as part of its product development.
4. Close stores that are not performing to company standards.

Vision

Krispy Kreme Donuts "Vision and Values" can be found on their web site
(http://investor.krispykreme.com/includes/stupop.html).

"We Believe...

Consumers are our lifeblood, the center of the doughnut

There is no substitute for quality in our service to consumers
Impeccable presentation is critical wherever Krispy Kreme is sold
We must produce a collaborative team effort that is unexcelled
We must cast the best possible image in all that we do
We must never settle for 'second best'; we deliver on our commitments
We must coach our team to ever-better results"

Vision Statement

From Krispy Kreme Donut's "Vision and Values" provides the following Vision Statement: "To be the global
leader in doughnuts and complementary products, while creating magic moments worldwide."
 Competitive Profile Matrix (CPM)

Dunkin' Donuts Starbucks Tim Hortons

Critical Success Weight Rating Score Rating Score Rating Score
Factors
Advertising 0.11 4 0.44 3 0.33 2 0.22
Product Quality 0.15 3 0.45 3 0.45 2 0.30
Product 0.08 2 0.16 1 0.08 2 0.16
Diversity
Price 0.08 3 0.24 2 0.16 3 0.24
Competitiveness
Management 0.10 3 0.30 3 0.30 2 0.20
Financial 0.10 3 0.30 2 0.20 3 0.30
Position
Customer 0.10 4 0.40 3 0.30 3 0.30
Loyalty
Global 0.13 3 0.39 4 0.52 1 0.13
Expansion
Market Share 0.10 3 0.30 3 0.30 1 0.10
Sales 0.05 2 0.10 3 0.15 2 0.10
Distribution
Total 1.00 3.08 2.79 2.05

1. Analysis: Please analyze the information presented above and discuss what conclusions you can
draw from this information.

External Factor Evaluation (EFE)

Key External Factors Weight Rating Weighted Score

Opportunities
1. Families crave convenience because of busy lifestyles 0.08 3 0.24
2. Asians love sweets and are open to trying foreign foods 0.05 2 0.10
3. Starbucks lacks a diversified and distinctive pastry line 0.10 3 0.30
4. Dunkin' Donuts does not have hot doughnuts to sell 0.07 4 0.28
5. Many children love sweet treats 0.03 2 0.06
6. Tim Hortons has yet to expand beyond the U.S. and Canada, and 0.04 2 0.08
its product line does not appear to be competitive
7. South America, Africa, and Southern Asia are markets to conquer 0.09 1 0.09

Threats
8. Dunkin' Donuts presently dominates the doughnut market, 0.12 1 0.12
particularly in northeastern U.S.
9. People are becoming more health-conscious, which does not bode 0.08 2 0.16
well for high-sugar, high-fat treats
10. Starbucks has approximately 25 times the amount of stores 0.08 1 0.08
worldwide that Krispy Kreme Donut has
11. Restricted cash flow from banks and massive layoffs have stifled 0.06 2 0.12
the world economy, decreasing discretionary income
12. Europeans prefer their local brands of doughnuts 0.05 2 0.10
13. Britons tend not to have cars, which inhibits drive-thru customers, 0.06 2 0.12
and their eating habits and office etiquette differ from Americans
14. Shareholders may sell Krispy Kreme Donut stock for lack of 0.09 1 0.09
returns and dividends compared to other similar firms in the industry

Total 1.00 1.94

2. Analysis: Please analyze the information presented above and discuss what conclusions you can draw
from this information.

Internal Factor Evaluation (IFE)

Key Internal Factors Weight Rating Weighted Score

Strengths
1. Affordable, high-quality doughnuts with strong visual appeal and 0.09 4 0.36
"one-of-a-kind" taste
2. Neon "Hot Doughnuts Now" sign encourages people outside the 0.06 3 0.18
store to make an impulse purchase
3. Market research shows appeal extends to all major demographic 0.08 4 0.32
groups including age and income
4. "Hot shop" stores save money while keeping Krispy Kreme Donuts 0.07 3 0.21
customer experience intact
5. Vertical integration helps ensure high quality product 0.07 3 0.21
6. Consistent expansion; now in 16 countries 0.08 3 0.24
7. Product sold at thousands of supermarkets, convenience stores, 0.06 3 0.18
and retail outlets through U.S.

Weaknesses
1. Return on equity, assets, and investments all negative in the 0.10 1 0.10
trailing twelve months; skill of management is questionable
2. Shareholders have not received dividends recently, and are not 0.07 1 0.07
expected to in near future; stock price in state of flux
3. Closing stores when stores should be opening globally at steady 0.06 2 0.12
rate to keep up with competitors' growth
4. Management states in recent 10-K that it is struggling with how to 0.07 1 0.07
make stores profitable
5. Product line slow to expand with nothing outside "sweet treats" to 0.04 2 0.08
draw in health-conscious customers
6. Advertising not aggressive enough to appeal to areas outside 0.03 2 0.06
southeast of U.S. where most stores are
7. Revenues down, net losses in each of past three years 0.08 1 0.08
8. Per 10-K, continued disputes with franchisees could hurt future 0.04 2 0.08
business

Total 1.00 2.36

3. Analysis: Please analyze the information presented above and discuss what conclusions you can draw
from this information.
 Strengths-Weaknesses-Opportunities-Threats Matrix (SWOT)
Opportunities
1. Families crave convenience
because of busy lifestyles
2. Asians love sweets and are
open to trying foreign foods
3. Starbucks lacks a diversified
and distinctive pastry line
4. Dunkin' Donuts does not have
hot doughnuts to sell
5. Many children love sweet
treats
Strengths
1. Affordable, high-quality
doughnuts with strong visual
appeal and "one-of-a-kind" taste
2. Neon "Hot Doughnuts Now" sign
encourages people outside the
store to make an impulse purchase
3. Market research shows appeal
extends to all major demographic
groups including age and income
4. "Hot shop" stores save money
while keeping KKD customer
experience intact
5. Vertical integration helps ensure
high quality product
6. Consistent expansion; now in 16
countries
7. Product sold at thousands of
supermarkets, convenience stores,
and retail outlets through U.S.
SO Strategies
1. TV, radio, and print ads
demonstrating 27 varieties of
doughnuts against non-descript
pastry offerings by Starbucks (S3,
O3)
2. All store signs in supermarkets
and conveniences where product is
sold have picture of young child
eating a Krispy Kreme doughnut (S7,
O5)
Weaknesses
1. Return on equity, assets,
and investments all
negative in the trailing
twelve months; skill of
mgmt is questionable
2. Shareholders have not
received dividends recently,
and are not expected to in
near future; stock price in
state of flux
3. Closing stores when
stores should be opening
globally at steady rate to
keep up with competitors'
growth
4. Management states in
recent 10-K that it is
struggling with how to make
stores profitable
5. Product line slow to
expand with nothing outside
"sweet treats" to draw in
health-conscious customers
6. Advertising not
aggressive enough to
appeal to areas outside
southeast of U.S. where
most stores are
7. Revenues down, net
losses in each of past three
years
8. Per 10-K, continued
disputes with franchisees
could hurt future business
WO Strategies
1. Make doughnuts filled with
fruit, put fruit cups on menu,
and develop wide variety of
fresh fruit smoothies; offer
ways to incorporate nuts and
protein into foods (W5, O3)
2. Aggressive Internet ads
demonstrating the appeal of
Krispy Kreme Donut hot
doughnuts (W6, O4)

6. Tim Hortons has yet to
expand beyond the U.S. and
Canada,and its product line
does not appear to be
competitive
3. Continued grand openings of
stores in highly-populated cities such
as Sao Paulo, Brazil &
Johannesburg, South Africa (S6, O7)
3. Open small but profitable
"hot shops" in South
America, Africa, and
Southeast Asia in order to
expand globally (W3,O7)

7. South America, Africa, and

Southern Asia are markets to
conquer
Threats
1. Dunkin' Donuts presently
dominates the doughnut market,
particularly in northeastern U.S.
2. People are becoming more
health-conscious, which does
not bode well for high-sugar,
high-fat treats
3. Starbucks has approximately
25 times the amount of stores
worldwide that Krispy Kreme
Donut has
4. Restricted cash flow from
banks and massive layoffs have
stifled the world economy,
decreasing discretionary income
ST Strategies
1. Compare "hot" doughnut appeal of
Krispy Kreme Donut to cold
doughnuts of Dunkin' Donuts in TV
and Internet ads (S1,T1)
2. Do "roadshow" across Europe as
means of advertising, driving truck
and mobile "hot shop" to major
European cities and filming their
reactions for European ads (S2, S4,
T5, T6)
3. Express strengths and outline
concrete strategies in clear format
within 10-K in order to restore
shareholder confidence in future of
Krispy Kreme Donut (S1-S7, T7)
WT Strategies
1. Expand product line with
low-calorie foods (W5, T7)
2. Recruit top executive
talent from other fast-food
firms (W1, T7)
3. Survey franchisees to
discover ways to repair
business relationships and
retain growth of franchise
model; study McDonald's
model for tips (W8, T1, T3)

5. Europeans prefer their local

brands of doughnuts

6. Britons tend not to have cars,

which inhibits drive-thru
customers, and their eating
habits and office etiquette differ
from Americans

7. Shareholders may sell KKD

stock for lack of returns and
dividends compared to other
similar firms in the industry

4. Analysis: Please analyze the information presented above and discuss what conclusions you can draw
from this information.
 Strategic Position and Action Evaluation Matrix (SPACE)

Financial strength (FS) factors include: Profit (+1); Sales Growth (+2); and Cash Flow (+2)

1 + 2 + 2 = 5; 5/3 = 1.67.

Competitive advantage (CA) factors include: Customer loyalty (-2); Product quality (-1); and Market share (-5)

-2 + -1 + -5 = -8; -8/3 = -2.67.

**For the above, KKD's financials were compared against competitors Dunkin' Donuts, Starbucks, and Tim

Hortons. (http://finance.yahoo.com/q/co?s=kkd)

Environmental Stability (ES) factors include: Barriers to entry into market (-4); Risk involved in business (-3);

and Ease of exit from market (-4)

-4 + -3 + -4 = -11/3 = - 3.67

Industry Strength (IS) factors include: Profit potential (+2); Financial stability (+1); and Technological know-how

(+4)

2 + 1 + 4 = 7/3 = 2.33
 Conservative FS Aggressive
+6

+5

+4

+3

+2

+1

CA -6 -5 -4 -3 -2 -1 +1 +2 +3 +4 +5 +6 IS

Defensive -1 Competitive

-2

-3

-4

-5

-6

ES

5. Analysis: Please analyze the information presented above and discuss what conclusions you can draw
from this information.

Boston Consulting Group Matrix (BCG)

Krispy Kreme Donuts has three business segments, and they are presented here along with their

annual revenues per Form 10-K filed on April 17, 2009: Company Stores ($266M), Franchise ($26M) and

Krispy Kreme Supply Chain ($93M), with approximately $384M in total revenues for the year ending February

1, 2009. This means that each business segment represented the following percentage in revenues: Company

Stores (69.2%), Franchise (6.7%), and Krispy Kreme Supply Chain (24.1%).
 Profits for each business segment are as follows: Company Stores ($-2M); Franchise ($18M); and KK

Supply Chain ($25M), for a total of $41M in profits. Therefore, Company Stores has 0% of the profits;

Franchise has about 41%; and Krispy Kreme Supply Chain has about 59%.

We’ll assume that Company Stores has 3% of the market share and a -13% growth rate; Franchise

has 3% of the market share and a 10% growth rate; and Krispy Kreme Supply Chain has 3% of the market

share and -7% growth rate.

High 1.0 Medium 0.5 Low 0.0

High +20

Stars (II) Question Marks (I)

Cash Cows (III) Dogs (IV)

Low -20

6. Analysis: Please analyze the information presented above and discuss what conclusions you can draw
from this information.
 Grand Strategy (GS) Matrix

RAPID MARKET GROWTH

Quadrant II Quadrant I

1. Market Development 1. Market Development

2. Market Penetration 2. Market Penetration

3. Product Development 3. Product Development

4. Horizontal Integration 4. Forward Integration

5. Divestiture 5. Backward Integration

6. Liquidation 6. Horizontal Integration

7. Related Diversification

WEAK STRONG

COMPETITIVE COMPETITIVE

POSITION Quadrant III Quadrant IV POSITION

1. Retrenchment 1. Related Diversification

2. Related Diversification 2. Unrelated Diversification

3. Unrelated Diversification 3. Joint ventures

4. Divestiture

5. Liquidation

SLOW MARKET GROWTH

7. Analysis: Please analyze the information presented above. Discuss which quadrant of the Grand
Strategy matrix Krispy Kreme Donuts is in and what possible strategies they should utilize.
 Quantitative Strategic Planning Matrix (QSPM)

In the QSPM two strategic alternatives were compared: whether KKD should discontinue its Company

Store segment and concentrate solely on building the Franchise segment via the "hot shop" model, or whether

it should continue the slow and steady growth of its Company Stores and Franchise business segments

through its traditional business model.

STRATEGIC ALTERNATIVES
1) Discontinue company 2) Continue slow and steady
stores and concentrate solely growth of Company Store and
on building Franchise via "hot Franchise business segments
shop" stores through traditional business
model (without "hot shops")
Key Factors Weight AS TAS AS TAS
Opportunities
1. Families crave 0.08 --- ---
convenience because of
busy lifestyles
2. Asians love sweets and 0.05 --- ---
are open to trying foreign
foods
3. Starbucks lacks a 0.10 --- ---
diversified and distinctive
pastry line
4. Dunkin' Donuts does not 0.07 4 0.28 3 0.21
have hot doughnuts to sell
5. Many children love 0.03 --- ---
sweet treats
6. Tim Hortons has yet to 0.04 4 0.16 3 0.12
expand beyond the U.S.
and Canada, and its
product line does not
appear to be competitive
7. South America, Africa, 0.09 3 0.27 2 0.18
and Southern Asia are
markets to conquer
Threats
1. Dunkin' Donuts presently 0.12 3 0.36 1 0.12
dominates the doughnut
market, particularly in
northeastern U.S.
2. People are becoming 0.08 --- ---
more health-conscious,
which does not bode well
for high-sugar, high-fat
treats
3. Starbucks has 0.08 2 0.16 1 0.08
approximately 25 times the
amount of stores worldwide
that KKD has
4. Restricted cash flow 0.06 --- ---
from banks and massive
layoffs have stifled the
world economy, decreasing
discretionary income
5. Europeans prefer their 0.05 --- ---
local brands of doughnuts
6. Britons tend not to have 0.06 --- ---
cars, which inhibits drive-
thru customers, and their
eating habits and office
etiquette differ from
Americans
7. Shareholders may sell 0.09 2 0.18 1 0.09
KKD stock for lack of
returns and dividends
compared to other similar
firms in the industry
1.00
Strengths
1. Affordable, high-quality 0.09 --- ---
doughnuts with strong
visual appeal and "one-of-
a-kind" taste
2. Neon "Hot Doughnuts 0.06 4 0.24 3 0.18
Now" sign encourages
people outside the store to
make an impulse purchase
3. Market research shows 0.08 --- ---
appeal extends to all major
demographic groups
including age and income
4. "Hot shop" stores save 0.07 4 0.28 1 0.07
money while keeping KKD
customer experience intact
5. Vertical integration helps 0.07 --- ---
ensure high quality product
6. Consistent expansion; 0.08 --- ---
now in 16 countries
7. Product sold at 0.06 --- ---
thousands of
supermarkets, convenience
stores, and retail outlets
through U.S.
Weaknesses
1. Return on equity, assets, 0.10 3 0.30 1 0.10
and investments all
negative in the trailing
twelve months; skill of
mgmt is questionable
2. Shareholders have not 0.07 --- ---
received dividends
recently, and are not
expected to in near future;
stock price in state of flux
3. Closing stores when 0.06 3 0.18 1 0.06
stores should be opening
globally at steady rate to
keep up with competitors'
growth
4. Management states in 0.07 4 0.28 1 0.07
recent 10-K that it is
struggling with how to
make stores profitable
5. Product line slow to 0.04 --- ---
expand with nothing
outside "sweet treats" to
draw in health-conscious
customers
6. Advertising not 0.03 --- ---
aggressive enough to
appeal to areas outside
southeast of U.S. where
most stores are
7. Revenues down, net 0.08 3 0.24 1 0.08
losses in each of past three
years
8. Per 10-K, continued 0.04 1 0.04 2 0.08
disputes with franchisees
could hurt future business

Total 1.00 2.97 1.44

8. Analysis: Please analyze the information presented above and discuss what conclusions you can draw
from this information.
 Income Statement and Balance Sheet

KRISPY KREME DOUGHNUTS, INC.

CONSOLIDATED STATEMENT OF CASH FLOWS
Year Ended Feb. 1, 2009 (In thousands, except per share amounts)
Revenues $ 383,984
Operating expenses:
Direct operating expenses (exclusive of depreciation and amortization
shown below) 345,007
General and administrative expenses 23,458
Depreciation and amortization expense 8,709
Impairment charges and lease termination costs 548
Settlement of litigation — (14,930 )
Other operating (income) and expense, net 1,501
Operating income (loss) 4,761
Interest income 331
Interest expense (10,679 )
Loss on extinguishment of debt —
Equity in losses of equity method franchisees (786 )
Other non-operating income and (expense), net 2,815
Loss before income taxes (3,558 )
Provision for income taxes 503
Net loss $ (4,061 )

KRISPY KREME DOUGHNUTS, INC.

CONSOLIDATED BALANCE SHEET
Feb. 1, 2009 (In thousands)
ASSETS
CURRENT ASSETS:
Cash and cash equivalents $ 35,538
Receivables 19,229
Accounts and notes receivable — equity method franchisees 1,019
Inventories 15,587
Deferred income taxes 106
Other current assets 4,327
Total current assets 75,806
Property and equipment 85,075
Investments in equity method franchisees 1,187
Goodwill and other intangible assets 23,856
Other assets 9,002
Total assets $ 194,926
LIABILITIES AND SHAREHOLDERS’ EQUITY
CURRENT LIABILITIES:
Current maturities of long-term debt $ 1,413
Accounts payable 8,981
Accrued liabilities 29,222
Total current liabilities 39,616
Long-term debt, less current maturities 73,454
Deferred income taxes 106
Other long-term obligations 23,995
Commitments and contingencies
SHAREHOLDERS’ EQUITY:
Preferred stock, no par value; 10,000 shares authorized; none issued and outstanding---common stock, no par
value, 300,000 shares authorized; 67,512 and 65,370 shares issued and outstanding 361,801
Accumulated other comprehensive income (loss) (913 )
Accumulated deficit (303,133 )
Total shareholders’ equity 57,755
Total liabilities and shareholders’ equity $ 194,926

9. Analysis: Please analyze the information presented above and discuss what conclusions you can draw
from this information.

Summary of Conclusions

10. Analysis: Please provide a summary of the analyses that have been developed based on the
information provided.

Recommendations

11. Analysis: Please analyze the information presented above and discuss what conclusions you can draw
from this information.